Complete an analysis of the QuickTrip. Assess the organizational layout, performance metrics, and the technology that is used to measure performance and connect with consumers.

Quicktrip Case Study
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Quiktrip
Analysis
Quiktrip Operations Strategy and Sustainability
Quiktrip Operations Management, Challenges, and Solutions
Quiktrip Value Chain Effectiveness
Quiktrip Value Chain Effectiveness
Quiktrip Service Delivery Performance Measurement Tool
Quiktrip Technology
ConclusionQuicktrip
Quicktrip started in the late 50s when Chester Cadieux and Burt Holmes start up a grocery store in their hometown in Oklahoma in an attempt to have a retail business. They worked on their expansion in the 60s-70s branching from one store to another in different places in the US. Their expansion cost them the closing of some of their stores and entering the gasoline industry. Despite the tough competition, Quicktrip managed to be acknowledged by the top car brands because of the good quality of gasoline they provide at a low price (Ton, 1).
Quicktrip continued to explore other goods to sell and expand the business to other industries. They listen to their consumers and learned that ready-made and fresh food would be a hit to car owners who find it convenient to eat in cars. This business venture led them to include the variety of food services to offer like ready-made, fresh, and delivered food. Quicktrip has since been in the industry of gasoline, convenience, and food retail (Ton, 1).
Analysis
In this analysis, we are going to look at Quiktrip's operations strategy, management activities, and chain value. This paper is going to determine the status of the company by going through the mentioned aspects. Also, this paper will determine what performance measurements can be applied to Quiktrip and evaluate the technologies being utilized by the company.
Quiktrip Operations Strategy and Sustainability
Running a business consumes many resources and so sustainability is being practiced. For most times, sustainability is heard from environment-related issues. It is to maintain the consumption of the environmental resources so that there will be left for the future generation. Today, the same concept is being applied to business as a way to manage resource consumption (Anupam, 2). Quiktrip's operation strategy targets both the customers' convenience and sustainability. Their goods and services are based on the customers' preferred ways. For instance, they started their fresh, ready-made food because of what they hear from car owners who prefer eating inside their cars for convenience. This gave them the idea to offer such service in their gasoline stations for the convenience and attraction of the consumers. In terms of treating the employees, Quiktrip sees to it that their employees are knowledgeable and competent enough in their departments. They provide enough salary, incentives, and benefits to the competencies of their workers. Because of these strategies, Quiktrip manages its human resource and services well. Promotions are done within the organization and it encourages employees to develop and be more skilled (Anupam, 2). By practicing these healthy strategies which benefit the customers and employees, the company raises its value in the market as well as their competition level.
Quiktrip Operations Management, Challenges, and Solutions
The operation management of Quiktrip in every store assures the customers' convenience in many ways. Shoppers would be satisfied to shop in a store that is welcoming and customer-friendly. This is exactly the image that Quiktrip is maintaining. In all of its stores, products are arranged at a customers' convenience to avoid confusion and hassle in finding the goods. Their inventory is also properly audited so that there is no loss or misplaced income. Quiktrip stores also do their best when it comes to sanitation so that it will not drive the customers away. These operation management activities ensure that the service of Quiktrip will always satisfy the customers and their convenience.
However, unexpected situations arise despite proper operation management. Operation management challenges sometimes come as rude customers, thieves, incompetent store employees, etc. When these situations occur, it is best to know how to deal with them. Store workers must be the first to be trained (Vastine, 3). They should know the basics of handling different types of shoppers and in different situations. It is also part of their competence to be knowledgeable and almost expert in the management of th...